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Saturday, August 15th 2009 10:01 AM
I agree with previous posts. Best Buy's return policy is unacceptable. My wife purchased a laptop accessory as a gift for me thirty-five days before my birthday. I had no use for it so she attempted to return it for credit on her credit card thirty-six days after the purchase was made. Of course she was told that would violate Best Buy's consumer unfriendly policy. Had I been there I would have filed an dispute with the credit card company rather than accept the store credit that she was given. Needless to say we will never shop at Best Buy again and will be telling our relatives and friends of our experience with this most consumer unfriendly retailer. |
Wednesday, August 8th 2007 9:33 AM
In the past I tried to return a computer game that was opened to see if the game was compatible with my old computer or not. It wasn't so I tried to return it for a store credit, exchange or refund and they wouldn't do it. They stated the return policy but at that time there was no return policy on the receipts including NO where in the computer section warning you of their return policy on Copyrighted games. I have been in their stores twice in the past 2 weeks. They charge $40.00 for 2 PC Games. Which I believe is a bit high in price. There is sales help everywhere you look. The store is well clean and clutter free. I would of given the store a 100% EXCEPT for the LOUSY Customer Service Return policies currently in place. There needs to be some changes on this, You hear me BEST BUY!! |
Wednesday, August 8th 2007 9:27 AM
I received this in my email box today:|
Reward Zone program policy change for Best Buy Gift Cards
Date: Wed, 8 Aug 2007 00:42:22 CDT
Starting on December 2, 2007, when you purchase a Best BuyTM Gift Card in any Best Buy U.S. retail location or from BestBuy.com, you will earn Reward Zone® program points immediately upon purchase.
Any Gift Card(s) purchased before December 2, 2007 will not earn points if redeemed on or after December 2, 2007.
Reward Zone® program, Reward Zone program MasterCard® and Best Buy For Business Reward Zone program members will earn 1 point for every $1.00 spent on Gift Card purchases in any Best Buy U.S. retail location or BestBuy.com.
Sunday, April 22nd 2007 4:02 PM
I think more often than not, Best Buy, isn't. |
Monday, December 18th 2006 10:38 PM
I stopped shopping at Best Buy several years ago. If you visit a Best Buy on any given day, and pass by the “customer service” counter, you are almost certain to hear a customer who has unfortunately found out that they cannot return an item due to "their store policy". You will usually hear an argument ensuing and no matter who the customer talks to in the store, from supervisor to store manager, no one has any interest in helping you. This is the "culture" of the organization. The last time I needed to return an item there, and was quoted the return policy, I politely replied to the clerk that it was "my policy" to only buy from retailers that wanted to keep my business. When you walk into any Best Buy, you will also notice the gigantic "policy" board, which is posted in their "customer service" area. How many other stores have you shopped at, which find it necessary to "warn" you, with a magnificent sign, that you better not want to return anything, and if you do, “buyer beware”. I'm sure many of you have found out the hard way, as I did. There are many retailers, who care if you are happy with a product and will treat you, as if they would like to have your future business to boot. One of my recommendations is Costco, although there are other retailers too who will treat you much better. Do yourself a favor; avoid the aggravation at Best Buy! |
Friday, November 24th 2006 11:09 AM
Isn't Always Right
Best Buy Wants to Keep the Wrong Kind of Shopper Out of Its Stores
By Gary McWIlliams
Staff Reporter of The Wall Street Journal
Each day, about 1.5 million customers come into a Best Buy store. Best Buy wishes some of them wouldn't.
Best Buy CEO Brad Anderson says he wants to separate "angel" customers from the "devils" The angels, according to Best Buy, are customers who boost profits at the consumer-electronics giant by snapping up HDTVs, portable electronics, and newly released DVDs without waiting for markdowns or rebates.
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The Customer Isn't Always Right
Each day, about 1.5 million customers come into a Best Buy store. Best Buy wishes some of them wouldn't. CEO Brad Anderson says he wants to separate "angel" customers from the "devils" The angels are customers who boost profits by snapping up HDTVs, portable electronics and newly released DVDs without waiting for markdowns or rebates. The devils are its worst customers. They buy products, apply for rebates, return the purchases, then buy them back at returned-goods discounts.
The devils are its worst customers. They buy products, apply for rebates, return the purchases, then buy them back at returned-goods discounts. They load up on "loss leaders," severely discounted merchandise designed to boost store traffic, then flip the goods at a profit on eBay. They slap down rock-bottom price quotes from Web sites and demand that Best Buy make good on its lowest-price pledge.
Best Buy estimates that as many as a fifth of 500 million customer visits each year are undesirable. And the CEO wants to be rid of them. He says the strategy is based on a theory that advocates rating customers according to profitability, then dumping the up to 20% who are unprofitable. The new approach upends standard practice among mass merchants, who typically seek to maximize customer traffic.
Hurricane on the Horizon
Best Buy seems an unlikely candidate for such a radical makeover. With $24.5 billion in sales last year, the company is the nation's top seller of consumer electronics. Its big, airy stores and wide inventory have helped it increase market share, while rivals such as Circuit City Stores and Sears, Roebuck have struggled.
But Mr. Anderson spies a hurricane on the horizon. Wal-Mart Stores, the world's largest retailer, and Dell, the largest PC maker, have moved rapidly into high-definition TVs and portable electronics, two of Best Buy's most profitable areas.
Mr. Anderson worries that his two rivals "are larger than us, have a lower [overhead], and are more profitable." In five years, he fears, Best Buy could wind up trapped in what consultants call the "unprofitable middle," unable to match Wal-Mart's sheer buying power, while low-cost online sellers pick off its most affluent customers.
Last year, Best Buy rolled out its new angel-devil strategy in about 100 of its 670 stores. It is examining sales records and demographic data and sleuthing through computer databases to identify good and bad customers. To lure the high-spenders, it is stocking more merchandise and providing more appealing service. To deter the undesirables, it is cutting back on promotions and sales tactics that tend to draw them, and trimming them from marketing mailing lists.
As he prepares to roll out the strategy chainwide, Mr. Anderson faces significant risks. Because different pilot stores target different types of customers, they threaten to scramble the chain's economies of scale. The trickiest challenge may be to deter bad customers without turning off good ones. Says Mr. Anderson: "The most dangerous image I can think of is a retailer that wants to fire customers."
A Portfolio of Customers
Mr. Anderson's makeover plan began taking shape two years ago when the company hired a consultant named Larry Selden, a business professor at Columbia University. Mr. Selden's research shows a correlation between a company's stock-market value and its ability to cater to profitable customers better than its rivals do. At many companies, Mr. Selden says, losses produced by devil customers wipe out profits generated by angels.
Mr. Anderson was intrigued by Mr. Selden's insistence that a company should view itself as a portfolio of customers, not product lines. Mr. Anderson then organized a task force to analyze the purchasing histories of several groups of customers, with an eye toward identifying bad customers. The group discovered that 20% of customers accounted for the bulk of profits.
Best Buy concluded that its most desirable customers fell into five distinct groups: upper-income men, suburban mothers, small-business owners, young family men, and technology enthusiasts. Mr. Anderson decided that each store should analyze the demographics of its local market, then focus on two of these groups and stock merchandise accordingly.
Best Buy began working on ways to deter the customers who drove profits down. It began enforcing a restocking fee of 15% of the purchase price on returned merchandise. And to discourage customers who return items with the intention of repurchasing them at an "open-box" discount, it is experimenting with reselling returned items online.
Meet Barry and Jill
Shunning customers is a delicate task. Mr. Anderson says Best Buy will first try to turn its bad customers into profitable ones by selling them warranties or more profitable services.
Store clerks receive hours of training in identifying desirable customers according to their shopping preferences and behavior. High-income men, referred to internally as "Barrys," tend to be enthusiasts of action movies and cameras. Suburban moms, called "Jills," are usually willing to talk about helping their families. Staffers use quick interviews to pigeonhole shoppers. A customer who says his family has a regular "movie night," for example, is pegged a prime candidate for home-theater equipment.
Best Buy's decade-old Westminster, Calif., store is one of the 100 now using the new approach. It targets upper-income men with an array of pricey home-theater systems, and small-business owners with network servers, which connect office PCs, and technical help unavailable to other customers. On Tuesdays, when new movie releases hit the shelves, sales clerks prowl the DVD aisles looking for promising candidates. The goal is to steer them into a back room that showcases $12,000 high-definition home-theater systems.
Mr. Anderson says early results indicate that the pilot stores "are clobbering" the conventional stores, with sales gains running nearly double those of the traditional stores.
Friday, November 24th 2006 11:04 AM
I hate buying from BB.com I will never shop online with them again. Occassionally they have good prices on things, but really their customer service sucks. Compared from Amazon.com they are really terrible. Now it seems all their calls are routed to the Philippines and their service is even worse, and they forward your calls to "supervisors" who really don't have the power to do anything.|
Everything has to go to their "research" team who of course you cannot even call or speak to, because even the Best Buy supervisors have no way of talking to them either, they can only send email to their research team
Best buy sucks!
Friday, November 10th 2006 12:46 AM
Best Buy has the worst customer service. Never purchase anything from there, and if you do, NEVER EVER purchase the Performance Service Plan (PSP). Do not even go near Geek Squad, they are a bunch of money-grubbing no talent people. They don't even know what customer service means, and would try to scam you out of every dollar you have.|
Tuesday, October 10th 2006 10:51 PM
Over the years, I have purchased many appliances, television sets, microwaves and computers from Best Buy. I have spent thousands of dollars. Today, I tried to return a $2.99 item with receipt that I purchased on 7/28/06. I am aware that it is clearly posted in all stores and on the back of the receipts that returns have to be made within 30 days. I thought I would try and at least get a store credit. The item is no longer carried by BEST BUY and I am out of luck, NO REFUND, NO STORE CREDIT, NOTHING!! I called the customer service line and was told so sad , too bad. That is the stores policy, no exceptions. I will never shop BEST BUY again. I hope it is sincerely worth $2.99. |
Even WalMart will give money back without a receipt.
Friday, March 24th 2006 1:48 AM
"Best Buy wants its employees to treat “Devils” horribly because the company does not want them to ever come back."
You couldn't be more wrong. Yes they are focussing on making their stores more appealing to the "angel" customers, but employee's are NOT trained to treat anyone any better than anyone else. An employee has no idea what a customer will be classed at the time of shopping.
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